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INTRODUCTION
1.1 BACKGROUND OF THE ORGANIZATION

History of Uniliver
In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas
for Sunlight Soap – his revolutionary new product that helped popularize cleanliness and
hygiene in Victorian England. It was 'to make cleanliness commonplace; to lessen work
for women; to foster health and contribute to personal attractiveness, that life may be
more enjoyable and rewarding for the people who use our products'.

This was long before the phrase 'Corporate Mission' had been invented, but these
ideas have stayed at the heart of our business. Even if their language and the notion of
only women doing housework – has become outdated.

In a history that now crosses three centuries, Unilever's success has been
influenced by the major events of the day – economic boom, depression, world wars,
changing consumer lifestyles and advances in technology. And throughout we've created
products that help people get more out of life – cutting the time spent on household
chores, improving nutrition, enabling people to enjoy food and take care of their homes,
their clothes and themselves.

In the late 19th century the businesses that would later become Unilever were
among the most philanthropic of their time. They set up projects to improve the lot of
their workers and created products with a positive social impact, making hygiene and
personal care commonplace and improving nutrition through adding vitamins to foods
that were already daily staples.

Today, Unilever still believes that success means acting with the highest standards
of corporate behavior towards our employees, consumers and the societies and world in
which we live. Over the years we've launched or participated in an ever-growing range of
initiatives to source sustainable supplies of raw materials, protect environments, support
local communities and much more.

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Through this timeline you'll see how uniliver brand portfolio has evolved. At the
beginning of the 21st century, our Path to Growth strategy focused us on global high-
potential brands and our Vitality mission is taking us into a new phase of development.
More than ever, our brands are helping people feel good, look good and get more out of
life – a sentiment close to Lord Leverhulme's heart over a hundred years ago.

Timeline
Although Unilever wasn't formed until 1930, the companies that joined
19th forces to create the business we know today were already well established
century before the start of the 20th century.

Unilever's founding companies produced products made of oils and fats,


1900s principally soap and margarine. At the beginning of the 20th century their
expansion nearly outstrips the supply of raw materials.

Tough economic conditions and the First World War make trading
1910s difficult for everyone, so many businesses form trade associations to
protect their shared interests.

With businesses expanding fast, companies set up negotiations intending


1920s to stop others producing the same types of products. But instead they
agree to merge - and so Unilever is created.

Unilever's first decade is no easy ride: it starts with the Great Depression
1930s and ends with the Second World War. But while the business rationalises
operations, it also continues to diversify.

Unilever's operations around the world begin to fragment, but the business
1940s continues to expand further into the foods market and increase investment
in research and development.

Business booms as new technology and the European Economic


1950s Community lead to rising standards of living in the West, while new
markets open up in emerging economies around the globe.

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1960s
As the world economy expands, so does Unilever and it sets about developing new
products, entering new markets and running a highly ambitious acquisition programme.

1970s
Hard economic conditions and high inflation make the 1970s a tough time for everyone,
but things are particularly difficult in the fast-moving consumer goods (FMCG) sector as
the big retailers start to flex their muscles.

1980s
Unilever is now one of the world's biggest companies, but takes the decision to focus its
portfolio, and rationalise its businesses to focus on core products and brands.

1990s
The business expands into Central and Eastern Europe and further sharpens its focus on
fewer product categories, leading to the sale or withdrawal of two-thirds of its brands.

The 21st century


The decade starts with the launch of Path to Growth, a five-year strategic plan, and in
2004 further sharpens its focus on the needs of 21st century consumers with its Vitality
mission.

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HISTORY OF UNILEVER LOGO

In 2005, Unilever decided to change their logo to represent their new theme of
vitality. The new logo was also planned to coincide with the 75th anniversary of the
company. The new logo tells the story of Unilever and vitality. It brings together 25
different icons representing Unilever and its brands, the idea of vitality and the benefits
Unilever brings to consumers.
Unilever logo is one of the most discussed ones between the designers.
And you know why? Because it’s superb. It is one of the most recognizable logos in the
world, just because they produce health & personal care and food products. Many of
them you all know very well: Lipton, Knorr, Peposodent and Signal, Rexona, Axe and
tons of others.

The Unilever logo has lots of symbols in it, which look like some decorative elements
only. But at the closer look you will realize that each one of these symbols looks like…
or…uhh…it must mean something, right? And they really do.

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UNILIVER OLDEST ADVERTISEMENTS

Nowadays we have lots of publicity methods like TV, Radio, News papers and so
many methods
We can see in the whole world. But those days there were no technology, so these are the
methods they used in the old days. WORD OF MOUTH mainly helped them to build up
their organization.

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Evolution of Uniliver head offices

1910 Uniliver head office

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1997 uniliver head office

21st century head office

The head office of Unilever the Netherlands Ltd Rotterdam is 130 meters long and
`float 26 meters above the old factory complex of Blue link. Except a malignant idea
of saving space is the bridge bldg. also a spectacular example of prefabricate. The
complete steel construction has rolled beside the location in each other put and
afterwards to its definite spot.

Purpose & principles of Uniliver

Their (Uniliver's) corporate purpose states that to succeed requires "the


highest standards of corporate behavior towards everyone they work with,
the communities they touch, and the environment on which they have an
impact."

Always working with integrity


Conducting our operations with integrity and with respect for the many people,
organizations and environments our business touches has always been at the heart of our
corporate responsibility.

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Positive impact
They aim to make a positive impact in many ways: through their brands, their
commercial operations and relationships, through voluntary contributions, and through
the various other ways in which they engage with society.

Continuous commitment
They're also committed to continuously improving the way they manage their
environmental impacts and are working towards our longer-term goal of developing a
sustainable business.

Setting out our aspirations


Their corporate purpose sets out our aspirations in running their business. It's
underpinned by their code of business Principles which describes the operational
standards that everyone at Unilever follows, wherever they are in the world. The code
also supports our approach to governance and corporate responsibility.

Working with others


They want to work with suppliers who have values similar to Uniliver's own and work to
the same standards they do. Their Business partner code, aligned to their own Code of
business principles, comprises ten principles covering business integrity and
responsibilities relating to employees, consumers and the environment.

Innovation in Unilever

Brands and innovation are at the heart of everything we do.


In Unilever, research and development (R&D) is the home
of breakthrough technology for bigger, better, faster
innovations. . Success for us means creating products that
keep pace with changes in consumer lifestyles and that
appeal to people at all income levels.

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Uniliver leadership
Professor Genevieve Berger, Chief Research & Development Officer, outlines how they
combine global strength in R&D with local knowledge to create unique products with
proven benefits for consumers.

Overview of research & development in Unilever


The R&D function at Unilever employs over 6,000 professionals located in 20 countries
spanning the globe from Mexico to Australia.

Expertise in Unilever
The journey from idea to branded product is only achieved with the collective expertise
of our R&D professionals.

Sustainable innovation
The Unilever Sustainable Living Plan (launched in 2010) is the company's roadmap on
how it will achieve a doubling of the business while halving the environmental footprint
of its products.

Ethics of human research


The Central Research Ethics Advisory Group (CREAG) advises the company on the
ethics of involving human subjects in research studies. Its aim is to ensure that this
remains an intrinsic part of Unilever’s R&D culture, and that Unilever operates to the
highest ethical standards in this area.

1.2 OBJECTIVES OF THE ORGANIZATION

• They always strive to follow a culture of a committed approach towards


maintaining, continuous improvement of their quality management system to
assure a sustainable growth
• They got good qualified members within the organization and always trying to
get maximum utilization from them and achieve their targets though making
effective teams.
• Uniliver always been pro active and achieve and maintaining their sustainability
of market. They have got good succession plan.

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• Suppliers and customers to get things at right the first time.
• Ensure high competency levels
• Always they do research and maintain customers’ satisfaction.
• Safe working environment and give more booster.
• Maintain very high levels of quality.

VISION OF UNILIVER
Unilever products touch the lives of over 2 billion people every day – whether that's
through feeling great because they've got shiny hair and a brilliant smile, keeping their
homes fresh and clean, or by enjoying a great cup of tea, satisfying meal or healthy
snack.

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A clear direction
The four pillars of our vision set out the long term direction for the company – where we
want to go and how we are going to get there:
• They work to create a better future every day
• They help people feel good, look good and get more out of life with brands and
services that are good for them and good for others.
• They will inspire people to take small everyday actions that can add up to a big
difference for the world.
• They will develop new ways of doing business with the aim of doubling the size
of our company while reducing our environmental impact.
They’ve always believed in the power of our brands to improve the quality of people’s
lives and in doing the right thing. As their business grows, so do our responsibilities.
They recognize that global challenges such as climate change concern us all. Considering
the wider impact of our actions is embedded in our values and is a fundamental part of
who they are.

1.3 PRODUCTS OR SERVICES AND CUSTOMER OR MARKET SEGMENT

160 million times a day, someone somewhere chooses a Unilever product. From
feeding your family to keeping your home clean and fresh, our brands are part of
everyday life.
Uniliver is a global organization. This is one of the most widely expanded
oranization in this whole world. With 400 brands spanning 14 categories of home,
personal care and foods products, no other company touches so many people's lives in so

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many different ways.
From comforting soups to warm a winter's day, to sensuous soaps that make
you feel fabulous, our products help people get more out of life.
They’re constantly enhancing their brands to deliver more intense, rewarding product
experiences. They invest nearly €1 billion every year in cutting-edge research and
development, and have five laboratories around the world that explore new thinking and
techniques to help develop our products.

These are the few main brand names which they do sell within the SRI LANKA only,
they have many more products but I choose only Sri Lankan market products only

UNILIVER HAS 3 MAIN CATEGORIES OF THEIR PRODUCTS

Food brands

Food accounts for 20% of Unilever Sri Lanka’s overall business. From creamy spreads to
refreshing teas, Unilever Sri Lanka’s food brands will satisfy even the most discerning
palates.

Astra
Astra helps mothers to provide nutritious food for her family

Brooke Bond Ceylonta


Brooke Bond Ceylonta is a leading brand in Sri Lanka’s tea industry

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Flora
If you want products that are good for your heart, the choice is obvious - Flora.

Knorr
At Knorr, we want people to enjoy good food, any day, any time.

Laojee
Laojee consistently delivers the ideal cup of tea with the perfect strength

Lipton
Making a big splash in the global beverages market.

Marmite
Smart Nutrition for cool kids and modern parents from a trusted source.

Home care brands


Unilever Sri Lanka leads the Home Care market with brands such as Sunlight, Vim, Rin,
Comfort and Surf Excel. It's about hygiene, freshness and cleanliness of clothes and
homes. These brands help people to be at their confident best, and get more out of life.

Comfort
Comfort helps you and your loved ones feel cared for every day

Rin
Dazzling white clothes that looks, feel and smell great.
Sunlight
Sunlight is trusted by generations of Sri Lankans

Surf Excel
Isn't dirt good?

Remember when you were a child? How you were free to explore, returning home
covered in dirt and other stains that you wore like the badges of an intrepid discoverer?

Vim
Catch your smile on a dish

Personal care brands

Unilever Sri Lanka’s personal care brands help people look good, feel good and get more
out of life. The portfolio consists of Signal, Dove, Lux, Ponds, Rexona, Axe, Lifebuoy,
Clear, Fair& Lovely, Pears, Vaseline and Sunsilk.

Axe
Axe deodorant body sprays cater exclusively for men.

Clear
Clear spells confidence for the young Sri Lankans of today

Dove
Beauty isn't simply about how you look.

Fair & Lovely


Fair & Lovely is the world’s largest selling fairness cream
Lifebuoy
An iconic champion

Lux
We all want to be pampered, to look and feel great, to enjoy that moment when anything seems
possible.

Pears
Welcome to our world of Pears!

Pond's
Pond's make a real difference to women's skin and their lives

Rexona
Rexona's unique formulation gives you extra protection just when you need i

Signal
Signal guarantees you a 'Lifetime of Smiles'.

Sunsilk
New Sunsilk better than ever!

Vaseline
At any age, at any time, great, healthy skin everyday with Vaseline
Uniliver horana export processing zone

Product capacity - 50,000 tons of soaps and soap powder per annum

Area of the zone - 26 acre area

Employees - 1600

Indirect - several thousands

site logistics

45.000 pallets/yr raw / pack materials/ 175 trucks /wk

175,000 pallets /yr out 135 trucks/ wk

Invested - $ 90 million

charitable and other contribution

During 2010

Charitable donations - $ 0.3 million

Community investment - $ 2.5 million

Commercial initiatives in the community - $ 0.2 million

Key financial current rates Half year 2011

Underlying sales growth 5.70%


Turn over $ 22,788 m +4.1%
Operating profit $ 3,308m +8 %
Net profit $ 2,405m +9%
Diluted earnings per share $ 0.77 +10%
Quarterly divided payable in September 2011 $ 0.225 per share
Performance comparison – 13/04/2011 to 12 / 10 /2011

PLC
Yield First Last high low
5.29% 19,28.00 2030 2081 1892

SHARE PRICE – 2011/ 10/12


NV (EUR) -23.77 -O.O2%
PLC (PENCE) -2037.01 +0.34%
NV (USD) -32.65 +0.62%
PLC NY (USD) -32.15 +0.88%
Market segment (product clients)
UNILIVER mainly providing 3 categories of products and service
1. Food brands
2. Home care brands
3. Personal care brands

they have understood variety of the market and geographical changes and focus on their
market . Because of that reason they do sell and catch different names and images world. But
their standard is the same level.

INDOONISIA - Bango
Kecap Bango, the no compromise soy sauce brand of Indonesia.

Blue Band
Symbolizing everything good about mother care and nurturing.

Buavita
Buavita tasty and quality fruit juice

Royco
At Royco we are passionate about good food.

Sariwangi
Keeping the family bond together in this progressive life.

Wall's

A good, honest scoop of daily pleasure.


Uniliver UK and IRELAND market brands

Ben & Jerry’s

Bovril

Colman's

Cornetto

HB Ireland - kids range

Bertolli

USA brand and market segment


Ades or Adez — soya-based drinks

• Alsa — desserts and syrups


• Amora — French mayonnaise and dressings
• Amino — dehydrated soup
• Annapurna — salt and wheat flour
• Bakers Joy - Non stick baking spray
• Becel — also known as Flora/Promise; health-aware: margarine, spreads, cooking oil,
milk, fermented milk
• Ben & Jerry's — ice cream
• Best Foods — mayonnaise, sandwich spreads, peanut butter and salad dressings
• Bertolli — pasta sauces (ambient/chilled & frozen) and margarine
• BiFi — sausage-based snacks
• Blue Band — family-aware: margarine, bread, cream alternatives
• Bovril — beef
• Breyers — ice cream

France uniliver market brands


Planta — margarine

• Popsicle — Frozen treats


• Pot Noodle — cup noodles
• Promise — Becel/Flora
• Ragú — pasta sauces (Exl. UK & IE)
• Rama — margarine
• Royal — pastas (Philippines)
• Royco — stock cubes, non-MSG stock (only in Indonesia)
• Red Rose Tea — tea
• Sana — Margarine
• Saga — tea
• Sariwangi — tea
• Scottish Blend — tea
• Skippy — peanut butter
• Slim•Fast — diet products
• Sugar Twin
• Sunce (Sun) — Mayonnaise (Serbia, Macedonia, Bosnia and Herzegovina, Montenegro)
brand now discontinued, Sunce factory now produces Uniliver brand Knor Mayonnaise
• Stork margarine
2. Objectives of the study
Main objective is to apply our theoretical knowledge about KRA (key results areas) of human
resource management into practical situation. Key areas of HR are focus on getting the
maximum utilization from the resources and achieve organization well set targets. That also the
one of the main objective of this study.

In the reality objectives or main targets of this survey and analysis based below
Objectives
• Identify major problem areas which is facing by the workers in the organization and give
quick hot solving methods and stop grievances.
• Keep harmonious working environment within the organization.
• Identify high fliers and develop them to apply for succession plans in the near future
• motivate and counseling programs
• marketing and people who are in the same compete market
• Train and development programs.
• How can touch the people’s hearts
• Accelerate organizational development and employee welfare and funds.
• Make and maintain safety measures and give high rank
• visioning into the future and adopt according to the technological market and apply
• do everything thing correct at the first time and do it better than that next time
• “can do” attitude
3. REVIEW OF LITERATURE

Managing quality and productivity


Background and the need for managing quality
Organization can't survive without customers. Customers mean business to organizations.
Customers also mean organization need to produce the goods and services required by the
customers when they need, where they need and the quality they need at the price they are
willing to pay. To meet the needs of the customers, the organizations therefore need to focus on
gaining maximum quality at the minimum cost. This can be done only if the productivity of the
organization is high, as customer satisfaction has become an overriding priority.

Nowadays people mainly concern about: - 1. Price


2. quality
3 .service
4 .comfatability
The concern for quality

• Financial constraints -forcing to rethink how best to use resources.


• Complaints about decline standards from the customers.
• Customer demands for greater reliability of the service.
• Image of business success depending on measures of quality.
• Globalization

Definition of quality
Quality is a relative term which is defined according to various dimensions that pertain to
customer satisfaction. Broadly defined, quality refers to the ability of a product or service to
consistently meet or exceed customer expectations.
There are so many other definitions of quality .

• ISO (international organization for standardization) definition : “ degree to which a


set of inherent characteristics fulfilling requirements”
• it is the degree of excellence of anything , any person or any experience which requires
care on the part of the provider .it is mostly subjective and depends on the perception of
customer.
• Fitness for use.
• Satisfaction of the needs of the customer.
• Value for money spent .
• Conformance to requirements.
• The totality of the features and characteristics of a product or service that has the
ability to satisfy stated and implied needs.
TOTAL QUALITY MANAGEMENT (TQM)
Total Quality Management (TQM) is an approach that seeks to improve quality and performance
which will meet or exceed customer expectations. This can be achieved by integrating all
quality-related functions and processes throughout the company. TQM looks at the overall
quality measures used by a company including managing quality design and development,
quality control and maintenance, quality improvement, and quality assurance. TQM takes into
account all quality measures taken at all levels and involving all company employees.

When used together as a phrase, the three words in this expression have the fallowing meanings
Total - involving the entire organization, supply chain and or product life cycle
Quality – with the usual definition with all its complexities
Management -the system of managing with steps like PLAN, ORGANIZE, CONTROL,
LEAD, STAFF, provisioning and organizing
Total Quality Management Model

TQM requires a new process thinking mindset. We must realize that everything we do is
part of a process. Our focus shifts from managing outcomes to managing and improving
processes; from what to do to how to do the processes better. Quality performance
expands to include how well each part of the process works and the relationship of each
part to the process. Also, process improvement focuses on continuously achieving the
greatest potential benefit for our customers.
PRINCIPLES OF TOTAL QUALITY MANAGEMENT
• Executive Management – Top management should act as the main driver for TQM and
create an environment that ensures its success.

• Training – Employees should receive regular training on the methods and concepts of
quality.

• Customer Focus – Improvements in quality should improve customer satisfaction.

• Decision Making – Quality decisions should be made based on measurements.

• Methodology and Tools – Use of appropriate methodology and tools ensures that non-
conformances are identified, measured and responded to consistently.

• Continuous Improvement – Companies should continuously work towards improving


manufacturing and quality procedures.

• Company Culture – The culture of the company should aim at developing employees
ability to work together to improve quality.

• Employee Involvement – Employees should be encouraged to be pro-active in identifying


and addressing quality related problems.
In Japan, TQM comprises four process steps, namely,
• Kaizen

Kaizen is a daily process, the purpose of which goes beyond simple productivity improvement.
It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard
work ("muri"), and teaches people how to perform experiments on their work using the scientific
method and how to learn to spot and eliminate waste in business processes. In all, the process
suggests a humanized approach to workers and to increasing productivity: "The idea is to nurture
the company's human resources as much as it is to praise and encourage participation in kaizen
activities." Successful implementation requires "the participation of workers in the
improvement."People at all levels of an organization participate in kaizen, from the CEO down
to janitorial staff, as well as external stakeholders when applicable. The format for kaizen can be
individual, suggestion system, small group, or large group. At Toyota, it is usually a local
improvement within a workstation or local area and involves a small group in improving their
own work environment and productivity. This group is often guided through the kaizen process
by a line supervisor; sometimes this is the line supervisor's key role. Kaizen on a broad, cross-
departmental scale in companies, generates total quality management, and frees human efforts
through improving productivity using machines and computing power

• ATARIMAE HINSHITU
The idea that things will work as they are supposed to (e.g. a pen will write).The
functional requirement actually. Example a wall or flooring in a house has functional parts in the
house as a product and when the functionality is met afterimage quality requirement is met.

• KANSEI -
Examine the way the user applies the product leads to improvement in the product itself.

• Miryokuteki HINSHITSU -
The idea that things should have an aesthetic quality which is different from "atarimae
hinshitsu" (e.g. a pen will write in a way that is pleasing to the writer, and leave behind ink that is
pleasing to the reader).The floor and wall example can be expanded the color, texture, shine,
polish, etc., are the miryokuteki aspects which definitely comprise a very important part of the
quality and add value to the product.

kaizen Atarimae

Aesthetic quality
kansei
QUALITY TREE
This can be defined as process of maintaining good quality standards within the organization
and touch clients hearts though managing and supplying their needs and wants. This ensure that
things are done right the first time and that defect and waste are criminated from operations

These types of models help to maintain quality of their products and


identify hot spots of grievances of quality. Though that always
automatically organization top management can visioning into the
future though pro active and preventive methods.
UNILIVER quality maintain system

UNILIVER thoroughly believe if they want to sustain stay in this market and maintain product
cycle follow the Six Sigma method . They do several things to maintain quality.

1. Uniliver research discovery system


They have made good research teams in varies countries to find data and information of their
product related things. Though that they apply additional stuffs to improve their quality of
products.

Stone Age diet may hold key to optimum nutrition


Unilever research is looking at what man’s distant ancestors ate to see how it could enhance
modern-day nutrition.

How the brain shapes the taste of food


Unilever R&D partnered the University of Manchester in a project to understand how a person’s
brain shapes the taste of their food, and how consumers make and maintain healthy food choices.

Sound can change our perception of food


Background sound played during a meal can significantly affect how food tastes, according to
research conducted by Unilever R&D in collaboration with the University of Manchester.

Is it possible to age more healthily?


Unilever is studying the relationship between genes and ageing to develop technologies that –
when translated into products – will help people remain healthy in their mid and later years.
2. Reducing environmental impact
Climate change is having an increase on the planet. Our aim is to make our own activities more
sustainable and encourage our consumers, suppliers and others to do the same.
Our aim is to double the size of our business, but to do this in a way that reduces our total
environmental impact. We have studied the lifecycle of our products, from how we source raw
materials to how consumers use and dispose of the products and have identified the most
significant environmental impacts. As part of our Sustainable Living Plan, we have set ourselves
a target to halve the environmental footprint from the making and use of our products as we grow
our business.

3. Health & well-being


Unilever's unique portfolio of food, home and personal care products can make a difference to
the health and well-being of people everywhere.
Every day people all around the world use our products from their first cup of tea in the morning,
to when they brush their teeth at night before going to bed. Many of our products have clear
health benefits: eating margarine instead of butter can help reduce your daily intake of saturated
fats while using fluoridated toothpaste can help protect teeth from decay. As part of our Unilever
Sustainable Living Plan (launched in November 2010), we have set ourselves a bold new target
for improving health and well-being: By 2020 we will help more than a billion people take action
to improve their health and well-being
4. Quality work force
It is vital we have people with the right talent, skills and creativity to support our growth
ambitions. To ensure our long-term prosperity, we want everyone to be healthy, motivated and
committed. As part of our Sustainable Living Plan, we have set ourselves new targets for creating
a better workplace. These include reducing workplace injuries and accidents and improving
employee health and nutrition.

ISO 9000
ISO 9000 refers to the 'international organization for standarlization's basic written standards for
quality management and assurance'

ISO 9000 essentials

This section concisely describes the essential features of the ISO 9000 family.
The ISO 9000 family of standards represents an international consensus on good quality
management practices. It consists of standards and guidelines relating to quality management
systems and related supporting standards.

ISO 9001:2008 is the standard that provides a set of standardized requirements for a quality
management system, regardless of what the user organization does, its size, or whether it is in the
private, or public sector. It is the only standard in the family against which organizations can be
certified – although certification is not a compulsory requirement of the standard.

The other standards in the family cover specific aspects such as fundamentals and vocabulary,
performance improvements, documentation, training, and financial and economic aspects.

Why an organization should implement ISO 9001:2008


Without satisfied customers, an organization is in peril! To keep customers satisfied, the
organization needs to meet their requirements. The ISO 9001:2008 standard provides a tried and
tested framework for taking a systematic approach to managing the organization's processes so
that they consistently turn out product that satisfies customers' expectations.
How the ISO 9001:2008 model works
The requirements for a quality system have been standardized - but many organizations like to
think of themselves as unique. So how does ISO 9001:2008 allow for the diversity of say, on the
one hand, a "Mr. and Mrs." enterprise, and on the other, to a multinational manufacturing
company with service components, or a public utility, or a government administration?

The answer is that ISO 9001:2008 lays down what requirements your quality system must meet,
but does not dictate how they should be met in any particular organization. This leaves great
scope and flexibility for implementation in different business sectors and business cultures, as
well as in different national cultures.
Benefits of TQM for an organization and employees
• A philosophy that improves business from top to bottom.
• A focused on, systematic and structured approach to enhancing customer's satisfaction.
• Process improvement methods that reduce or eliminate problems I.e NON conformance
• Cost can reduce.
• Tools and techniques for improvement -quality operation system.
• Delivering what the customer wants in term of service, product and the whole experience.
• Intrinsic motivation and improved attitudes throughout the workforce
• workforce is pro active- prevention oriented
• Enhanced communication.
• Reduction in waste and rework.
• Increase in process ownership-employee involvement and empowerment.
• Everyone from top to bottom educated.
• Improved customer / supplier relationships (internally and externally).
• Market competitiveness.
CONSEQUENCES OF POOR QUALITY
The common consequences of Poor Quality are:
1. Loss of business: Loss in sales, revenues and customer base.
2. Liability: A poor quality product or service comes with the danger of the organization
being taken to court by an unhappy or affected customer.
3. Productivity: Loss in productivity as more time is spend in rectifying the errors or short
coming then producing more.
4. Costs: Increase in costs as a poor quality product is repaired or replaced or made new.
Objectives of managing quality and productivity
• To enable you to face challenges of a highly competitive global market.
• Effective manage the product life cycle that has reduced due to technological innovations
and increasing customer demands.
• To get it right the first time and get it more right the next time.

A product's life cycle (PLC) can be divided into several stages characterized by the revenue
generated by the product. If a curve is drawn showing product revenue over time, it may take one
of many different shapes, an example of which is shown below:

FINAL TARGET IS TO ACHIVE AND TOUCH CUSTOMERS HEART AND WINNING IT


HR ROLE IN QUALITY MANAGEMENT
HR methods play a major role in six sigma programs particularly because training is crucial. A
common practice is to start with the top management and then to train the other employees, in
addition performance , needs to be measured and reviewed against goals , achievement rewarded
and recognized and compensation to be linked to employees progress .
Above paragraph was taken by HUMAN RESOURCE MANAGEMENT book by gary dessler
9th edition

HR AND SIX SIGMA


HR professionals with the right skills can contribute to a Six Sigma initiative at both
strategic and tactical levels. This article describes the areas in which HR should play a role
in Six Sigma and discusses how HR professionals can increase their chances of being
included in Six Sigma decision-making and implementation.

Chances are you've heard of Six Sigma, perhaps in connection with General Electric, the
company that made it popular in the 1990s. You may even know that Six Sigma uses statistical
techniques to improve processes in both manufacturing and service industries. But did you know
there is an important role for Human Resources (HR) in this sophisticated process improvement
approach? Or that Six Sigma initiatives are unlikely to succeed without HR's help?

HR professionals with the right skills can contribute to a Six Sigma initiative at both strategic
and tactical levels. This article describes the areas in which HR should play a role in Six Sigma
and discusses how HR professionals can increase their chances of being included in Six Sigma
decision-making and implementation.

To appreciate the important role HR has in Six Sigma, it is important to begin this discussion by
having an understanding of what Six Sigma is, all the roles played by others in a Six Sigma
implementation, and the factors critical to a successful implementation.
Six Sigma Roles
Six Sigma has a martial arts convention for naming many of its professional roles. The chart
below describes how these roles are typically defined.

Six Sigma Roles And


Responsibilities
Sponsor senior executive who sponsors the overall Six Sigma Initiative.

Leader Senior-level executive who is responsible for implementing Six Sigma within the
business.

Champion Middle- or senior-level executive who sponsors a specific Six Sigma project,
ensuring that resources are available and cross-functional issues are resolved. Black Belt Full-
time professional who acts as a team leader on Six Sigma projects. Typically has four to five
weeks of classroom training in methods, statistical tools, and (sometimes) team skills.

Master Black Belt Highly experienced and successful Black Belt who has managed several
projects and is an expert in Six Sigma methods/tools. Responsible for
coaching/mentoring/training Black Belts and for helping the Six Sigma leader and Champions
keep the initiative on track.

Green Belt Part-time professional who participates on a Black Belt project team or leads
smaller projects. Typically has two weeks of classroom training in methods and basic statistical
tools.

Team Member Professional who has general awareness of Six Sigma (through no formal
training) and who brings relevant experience or expertise to a particular project.

Process Owner Professional responsible for the business process that is the target of a Six
Sigma project.
Quality enhancement strategy
• Establish clear standards of quality for products and services that is measurable.
• Establish service procedures and production methods that will ensure the defined level of
quality of products and services.
• Monitor actual quality.
• Takes corrective action when actual quality falls below required standards.
• Explore improving quality standards at same or lower cost.
IMPORTANT OF PEOPLE IN QUALITY MANAGEMENT

EMPLOYEE ATTITUDES

Some people feel those quality controls are imposed on them by outside parties who have no idea
about the ground situation. This may be overcome by getting the employees involved in
developing the quality standards and procedures as their commitment to quality is vital for the
survival of the organization.

POSITIVE APPROACH
Self supervision and responsibility for one's own works have proved successful in many
instances and employees have been motivated to be mindful of quality controls. This would also
increase job satisfaction.
QUALITY COMPETITIONS
Department or tam wise competitions can be devised to meet and beat the quality standards to
encourage implementation of quality controls. Quality circles may also be set up with
responsibility to implement improvement they themselves identified .

Employee attitudes
Nothing impossible (positive approach)
DEFINITION OF PRODUCTIVITY

Productivity is a measure of the efficiency of an organization in terms of the ration of the inputs
to output .the higher the numerical value of this ratio the greater the efficiency.
Productivity measures the employees’ efficiency in using the organization’s scarce resources to
produce goods and services.

Output (goods and services produced )


Productivity = IN put (labor +capital+energy + technology+materials)

PRODUCTIVITY IS DOING MORE WITH LESS

this picture is about getting maximum use of the recognize resources and do it productively.
FACTORS THAT AFFECT PRODUCTIVITY

1. Poor Alignment of Information Technology and/or IT Process to the Business goals –


If your organization needs to be flexible, don’t put in an inflexible IT system and/or IT
process.
2. Reliance on formal IT process – Process is good. Process is necessary. Create process to
allow for flexibility, speed and change. Most processes today in the IT world do not
follow this mantra. They are created and then their creators expect people to follow them
closely with no deviation and no room for change.
3. Poor Communication – Managers need to understand that in order to get the most of
their teams, they need to clearly outline the responsibilities and expectations of the people
in their teams. Without this clear communications, people will spend time trying to
determine what they should be doing and/or who should be doing it.
4. Poor Leadership – with good leadership, an organization can overcome many things.
Excellent leaders will overcome poor process (by changing the process), poor alignment
(by aligning IT and business), and poor communication (by ensuring communication
improves).
Measure productivity
It has been said that the challenge of productivity has become a challenge of measurement.
Productivity is difficult to measure and can only be measured indirectly, that is, by measuring
other variables and then calculating productivity from them. This difficulty in measurement
stems from the fact that inputs and outputs are not only difficult to define but are also difficult to
quantify.

Any productivity measurement system should produce some sort of overall index of productivity.
A smart measurement program combines productivity measurements into an overall rating of
performance. This type of system should be flexible in order to accommodate changes in goals
and policies over time. It should also have the ability to aggregate the measurement systems of
different units into a single system and be able to compare productivity across different units.

The ways in which input and output are measured can provide different productivity measures.
Disadvantages of productivity measures have been the distortion of the measure by fixed
expenses and also the inability of productivity measures to consider quality changes (e.g., output
per hour might increase, but it may cause the defect rate to skyrocket). It is easier to conceive of
outputs as tangible units such as number of items produced, but other factors such as quality
should be considered.

Experts have cited a need for a measurement program that gives an equal weight to quality as
well as productivity. If quality is included in the ratio, output may have to be defined as
something like the number of defect-free units of production or the number of units which meet
customer expectations or requirements.

The determination of when productivity measures are appropriate performance measures


depends on two criteria. The first is the independence of the transformation process from other
processes within the organization. Second is the correspondence between the inputs and outputs
in the productivity measurement process.
USE OF PRODUCTIVITY MEASURES
Productivity is a required tool in evaluating and monitoring the performance of an organization,
especially a business organization. When directed at specific issues and problems, productivity
measures can be very powerful. In essence, productivity measures are the yardsticks of effective
resource use.

Managers are concerned with productivity as it relates to making improvements in their firm.
Proper use of productivity measures can give the manager an indication of how to improve
productivity: either increase the numerator of the measure, decrease the denominator, or both.

Managers are also concerned with how productivity measures relate to competitiveness. If two
firms have the same level of output, but one requires less input thanks to a higher level of
productivity, that firm will be able to charge a lower price and increase its market share or charge
the same price as the competitor and enjoy a larger profit margin.

Within a time period, productivity measures can be used to compare the firm's performance
against industry-wide data, compare its performance with similar firms and competitors,
compare performance among different departments within the firm, or compare the performance
of the firm or individual departments within the firm with the measures obtained at an earlier
time (i.e., is performance improving or decreasing over time?).

Productivity measures can also be used to evaluate the performance of an entire industry or the
productivity of a country as a whole. These are aggregate measures determined by combining
productivity measures of various companies, industries, or segments of the economy.
FACTORS AFFECTING PRODUCTIVITY
There is quite a variety of factors which can affect productivity, both positively and negatively.
These include:

1. capital investments in production


2. capital investments in technology
3. capital investments in equipment
4. capital investments in facilities
5. economies of scale
6. workforce knowledge and skill resulting from training and experience
7. technological changes
8. work methods
9. procedures
10. systems
11.quality of products
12. quality of processes
13. quality of management
14. legislative and regulatory environment
15. general levels of education
16. social environment
17. geographic factors

The first 12 factors are highly controllable at the company or project level. Numbers 13 and 14
are marginally controllable, at best. Numbers 15 and 16 are controllable only at the national
level, and 17 are uncontrollable.
IMPROVING PRODUCTIVITY
Productivity improvement can be achieved in a number of ways. If the level of output is
increased faster than that of input, productivity will increase. Conversely, productivity will be
increased if the level of input is decreased faster than that of output. Also, an organization may
realize a productivity increase from producing more output with the same level of input. Finally,
producing more output with a reduced level of input will result in increased productivity.

Any of these scenarios may be realized through improved methods, investment in machinery and
technology, improved quality, and improvement techniques and philosophies such as just-in-
time, total quality management, lean production, supply chain management principles, and
theory of constraints.

A firm or department may undertake a number of key steps toward improving productivity.
William J. Stevenson (1999) lists these steps to productivity improvement:

• Develop productivity measures for all operations; measurement is the first step in
managing and controlling an organization.
• Look at the system as a whole in deciding which operations are most critical, it is over-all
productivity that is important.
• Develop methods for achieving productivity improvement, such as soliciting ideas from
workers (perhaps organizing teams of workers, engineers, and managers), studying how
other firms have increased productivity, and reexamining the way work is done.
• Establish reasonable goals for improvement.
• Make it clear that management supports and encourages productivity improvement.
Consider incentives to reward workers for contributions.
• Measure improvements and publicize them.
• Don't confuse productivity with efficiency. Efficiency is a narrower concept that pertains
to getting the most out of a given set of resources; productivity is a broader concept that
pertains to use of overall resources. For example, an efficiency perspective on mowing
the lawn given a hand mower would focus on the best way to use the hand mower; a
productivity perspective would include the possibility of using a power mower.

As a cautionary word, organizations must be careful not to focus solely on productivity as the
driver for the organization. Organizations must consider overall competitive ability. Firm success
is categorized by quality, cycle time, reasonable lead time, innovation, and a host of other factors
directed at improving customer service and satisfaction.

Intranet ------------------------------------------------------productivity
4. ANALYSIS

4.1METHODOLOGY

in this study method main objective is identify key issues of this organization. So we need to
analysis all the information and data. First of all we must need to gather data .i did three methods
mainly 2 types
• PRIMARY METHODES.
• SECONDARY.

1. primary data :- data which I was collected by myself (data observed or collected directly
from firsthand experience

OBSERVATION – I spent 3 days in Uniliver Colombo and looking at those employees behavior
within the organization and identified some of their issues of working according to my
knowledge.
INTERVIEW METHOD – this is a mainly focus on client oriented.
Interviews are completed by the interviewer based on what the respondent says.

2. Interviews are a far more personal form of research than questionnaires.


3. In the personal interview, the interviewer works directly with the respondent.
4. Unlike with mail surveys, the interviewer has the opportunity toprobe or asks follow up
questions.
5. Interviews are generally easier for respondent, especially if what is sought is opinions or
impressions.
6. Interviews are time consuming and they are resource intensive.
7. The interviewer is considered a part of the measurement instrument and interviewer has
to well train in how to respond to any contingency.

QUETIONNARIRE – I choose random people of the market and gathered all the likes and
dislikes of the products and services of Uniliver from people.
2. secondary data
Secondary data is data collected by someone other than the user. Common sources of secondary
data for social science include censuses, surveys, organizational records and data collected
through qualitative methodologies or qualitative research. Primary data, by contrast, are collected
by the investigator conducting the research.

Secondary data analysis saves time that would otherwise be spent collecting data and,
particularly in the case of quantitative data, provides larger and higher-quality databases than
would be unfeasible for any individual researcher to collect on their own. In addition to that,
analysts of social and economic change consider secondary data essential, since it is impossible
to conduct a new survey that can adequately capture past change and/or developments.
4.2 ANALYSIS

I gathered data and information mainly though personal interview. They I


broke all the information separately to pie charts. So it must easy to get an
idea and make solutions for future changes and identify key issues.

1. percentages of between two different genders :-

Precentage between the genders

Male
43.00% Female

57.00%

Female -43%

Male -57 %
2. Age composition of workers

Age composition of workers

10.00%
20.00% 20-30
30-40
20.00% 40-50
50-55

50.00%

Between 20- 30 age limit – 20%

Between 30 -40 age limit – 50%

Between 40- 50 age limit – 20%

Between 50 – 55 age limit – 10%


3. married and unmarried percentages

Married and Unmarried prescentage

27.00% Married
Unmarried

73.00%

Married – 73%

Unmarried – 27%
4. Education Level

Education

14.00%
Grade 8
Ordinary Level
Advanced Level
26.00%
60.00%

Up to grade 8 – 14%

Up to ordinary level – 26%

Up to advance level – 60%


5. What are the methods do they use to come for office?

Travelling Method

3.00% Bus
Train
37.00% Walking
60.00%

Bus – 60 %

train -37%

Walking – 3%
6. Do they follow courses while working?

Studying while working

15.00% Yes
No

85.00%

Yes – 15 %

No -85 %
7. Similar capacity experiences

Experience

9.00% Below 1 year


1 - 10 years
31.00% Above 10 years
60.00%

Below 1 years– 60 %

Between 1 and 10 years– 31%

Above 10 years - 9%
8. Percentage of using over time

Using Overtime

20.00% Using
Not using

80.00%

do use overtime - 20 %

do not use overtime – 80%


9. Do they work happily within the organization or not?

Working Environment

Top management's
18.00% 22.00% commitment not
satisfied
Strict rules
Other

60.00%

Top management commitment not satisfied – 22%

strict rules not flexible - 60%

other -18%
10. Safety methods satisfied or not?

Safety Methods

Satisfied
27.00%
Not Satisfied

73.00%

Satisfied - 73%

not satisfied – 27 %
11. Do you expect motivational design of working method?

Motivation

15.00%
Job Enlargement
Job Enrichment
45.00% Job Rotation

40.00%

JOB ENLARGMENT – 45%

JOB ENRICHMENT – 40%

JOB ROTATION - 15 %
12. Does the Disciplinary Procedure good within the Organization?

Disciplinary Procedure

Good
Average
36.00%
Bad
51.00%

13.00%

Good - 51%

Average -13%

Bad -36 %
This is my market involving analysis pie charts. This is a client oriented process

PERSONAL CARE

1. What is the best soap for you?

Best Soap

10.00% Lux
Life Boy
25.00% Pears Baby
65.00%

Lux - 10%

Life boy - 25%

Pears baby - 65%


2. What is the best body spray for you?

Body Spray

11.00%
Rexona
Axe

89.00%

REXONA -89%

AXE -11%
3. What is the best shampoo for you?

Best Shampoo

10.00% Clear
25.00%
Sunsilk
Dove

65.00%

CLEAR -25%

DOVE -10%

SUNSILK -65%
4. What is the best Butter for you?

Best Butter

10.00%
Astra
Flora
22.00% Marmite

68.00%

ASTRA - 68%

FLORA -22%

MARMITE -10%
5. What is the best tea for you?

Best Tea

11.00%
Ceylonta
Laoji
Lipton
30.00%
59.00%

CEYLONTA -59 %

LAOJI -30%

LIPTON -11%
6. Do you think Knorr Soup is good for Health?

For good Health

Yes
35.00%
No

65.00%

yes -35%

no -65%
7. What is the best washing powder?

Washing Powder

10.00%15.00%
Comfort
Rin
Surf exel

75.00%

Comfort -15%

Rin -75%
Surf exel -10%

5. FINDINGS ( KEY ISSUES )

I could find many information though my questionnaire and my analysis methods make easy me
to identify key issues within the organization and outside the organization. My first questionnaire
aimed to organization process and environment. Other questionnaire method focus on market
based. I have mentioned below the pages of related to this part for your further knowledge and
that will easy you to understand what I am saying …........

1. PERCENTAGE OF TWO DIFFERENT GENDERS ( page number 51 for further)


Effects of gender
• There are same amount of females are working when we compare pie chart. Because of
that reason their over time working has gone down. Most people are married also one
main reason to going down this over time refusal.
• There are 43% percent of women working on there. Actually Uniliver is a product based
organization more than services. So need to have more energetic people. Married women
do not have that kind of energetic and efficiency based working scenario. Because of high
married women working Uniliver's efficiency has gone down.
• We all know women need maternity leaves and fully paid salary for their holidays also an
organization has to fix it though getting fix term employees for that period. So it is a
double cost waste.
• Females do not have good knowledge of working procedure. Because of superiors have
to give their more focus and instructions on them.
2. AGE COMPOSTION OF WORKERS ( 52 page for further )

Between 20 to 30 age – 20%


Between 30 to 40 age -50%
Between 40 to 50 age -20%
Between 50 to 55 age -10%
• We can see there are 50% of workers are in limit of 20 to 40 part . Most of people have
been this place more working and they know each other well. Actually it is a good
advantage but they used to have chat and their personal stuffs while working because of
buddy know buddies really well.
• They have low amount of young bloods within the organization and it effects to
efficiency of product making.
• Because of high amount of experienced workers nothing have changed within the
organization .we all know new young bloods have good innovative concepts and if they
can increase it it will help to change organization pattern of achieving goals.
3. Married and Unmarried percentages effects (page 53 further )
Married 73% and unmarried 27 %

• Because of high amount of married employees they do not focus on working and they
only think about their families as usual. That is the normal behavior of human nature.
That has affected to organization products quality and slow downs.
• Again this has effected to refusal of over time works and they do not allow to take
additional job responsibilities.
• Always they are in tremendous pressure. Because of that reason there anger and
consultation ability has gone down.
4. Education level effects (page number 54 for further information)
Up to grade 8 – 26%
Up to ordinary level – 14%
Up to A/L - 60%
• We can see up to ordinary level educated people are much lower than up to grade 8
educated employees. It has effected to flow of knowledge within the organization.
• 40% percent of workers are not up to level of even advanced level. So they have to have
good superior instructions for their working.
• Quality of products has gone down because of uneducated workers.
• This has effected to organization image also when I searched.
4. Methods they do use for coming to offices .(page of 55 for further
information)
• 60% percent of people use buses for coming. When they reached to the office most of
them are sweating and full of stressed. So they do not give their maximum effort to the
organization
• They do not have pleasant mind set to concern about work. It converts to the
organization.
• 37% people coming all the way from trains. Even they come to the station; trains not
come on the time as usual in Sri Lanka. So need to be prepared for unexpected. Late
attendance has gone up .
• I got to know from one person who works there (my closest relation) last year had a train
strike and half of workers were not that day into works and other people had to work and
get that people's responsibilities also.
5. Percentage of following courses and updating their knowledge of related
career (page number 56 for further analysis of pie chart)

• Only 15 percent of employees do follow related courses while working in the Uniliver.
Until they do up date though following courses organization new technology and new
concepts not coming. It is a big disadvantage for organization standards and quality.
• They have to give more supervision to increase and sustain to keep quality of the product.
• Competitive organization in their same market like (Raigam, Harvest, Kist) continuously
apply new concepts and technology. So their markets also unknowingly going up.
• There were no that much high fliers because of low interest to follow related courses. So
specialized knowledge is much lower than demand.
6. Similar Capacity Experience (57 page)

Below 1 year 60%

Between 1 and 10 – 31 %

Above 10 years 9%

• 60% percent of people are not more than 1 year experienced. Because of that reason their
expert knowledge and known about culture and structure is low. So they are not adapted
to organization condition. Between 1 year to 10 people are 31 % is good as a percentage
but they have to get more responsibilities among those new comers to company.
• Less job experience is caused to pull down organization success though dynamic morale
changes.
• Less than 1 year being workers not up to the standards and productivity is not what
company expected from them.
7. Workers over time using (page 58)

20 % using over time, other 80 percent is not.

• Main reason for this low over time using is married people and not within the area so
organization has to recruit other workers to fill that position. When they recruit time to
time seasonal employees those employees also go to minister of labour department to be
a permanent worker. This is a major problem for Uniliver what I identified.
• At the moment they do enough productivity but in the near future they must have to cover
up this refusal of doing reasonable over time. Otherwise their productivity demand will
not achieve.
8. Do they have enough freedom and enough empowerment and
commitment? (Page 59)
Not satisfied with top management commitment – 22%
Strict rules not flexible - 60%
Other 18%
• Most people have been demotivated about strict rules. They do not have empowerment to
get decision while working. It badly affected to the organization efficiency and
communication system. Straightly this problem pulled down productivity.
• People do not have much clear idea about top management procedures and always talking
about ill of them. So there is no good relationship between them
• Uniliver has supplied good technology but those workers not willing to glue with
technology. Need to have some sort of attitude change.
9. Do you expect Motivation Design on working methods? (page 61)

I explained it to the workers and got an idea. Lots of workers not know about these
methods of working changes. Somehow I got the information

Job enlargement -65%

Job enrichment -20%

Job rotation - 15%

• Those employees were not that much allow to get much additional responsibilities. That
is a key issue of the company.
• They don't like to change. That indicates the low percentage of job rotation liker’s.
• Until they do change their ways and systematic rotation of working they can't success and
get job experiences.
MARKET BASED RESEARCH KEY ISSUES FINDING
1. most used soap type issues :- ( page 63 for further info)

• Most people do use pears baby and it is 60% percent of their soap market. But only 25%
percent of people do use Lifeboy. I got to know though my questioner lots of people
saying it has only made for sports men because most life boy advertisement popping it
out. That is the reason for life box market gone down. So need to change the attitude of
that.
• Only 10% of people do use Lux and most of them are teen age girls. They we can think
other people not allow to use Lux because of that domain name goes for women. So need
to expand Lux also among men also. Otherwise Lux can't be in the competitive market.

2. What is the most popular body spray ;- (page 64 for further)

• AXE BODY SPRAY market is only 11% percent when Rexona market in the top of the
market. I got to know AXE brand is not popular that much within the market. Most of
them asked what is AXE ? From me. Actually even now also AXE is not in the
competitive standard.

3. What is your most favorite shampoo?

• We can see Sunsilk maintain their domain of the brand but dove only has 25% and clear
10%. Most people think dove is good in quality but the price of that is not reasonable.
Dove doesn't have small packets. If they have small packets people can easily get it.
• People think clear is not good for their hair and it make break their hair and without
condition it is harmful for their hair.
4. What is the most famous fairness cream?
• Fairness lovely is in the market more than well what they expect. But ponds has only
19% and Vesline 3% of market. Most people had mentioned that my survey PONDS is
not good for their skin. They do not have separate kind of creams for different skins.
Some of them had bad experience about ponds.
• Vesline is introducing most recently. Because of that reason still it is being popularizing
in the market and among teen age girls.
• Boys had a blame on fairness lovely, and they say men's active not available in the
market even super centers. That means productivity of men's active is low.

5. What is the best butter among these?


• Astra has got 68% but flora is much lower than that. Flora has only 22%. I identified that
the issues of this flora markets low selling. Flora is much high price than Astra and they
do not have given much publicity for flora. .
• Marmite had only 10%. People mostly use Astra butter. So no surprise about that. But if
they have to be in the market, they have to maintain their market domain. Marmite sell
charts has gone down to the bottom of that chart.

6 . What is the best tea?


• Lipton market is only 11%. Most of the people are saying they can't find it out from there
nearby retail shops. It's only available in super markets.
• Some people say Laoji is not that quality as Ceylonta. Always customers do expect
something for which they spend. So need to maintain good quality of Laoji.
7 .Do customers think Knorr soup is good for health?

Yes -35%
No -65%

• More than half of living buyers are thinking KNOW SOUP Is not good for their health.
Because of that reason they make soup as old cultural way. Know soup is not in the
market as organization expect. So need to change the attitudes of people.

8. What is the best soap powder for use?

Comfort – 15%
Rin -75%
Surf excel -10%
• Comfort has only 15% and I identified the issue. Comfort is not in the market. Actually
not available at all. Even I searched it to get some information but couldn't find it out.
People don't know the name of the brand even.
• SURF EXCEL has big negative attitude of people. Because that soap powder is not that
good for health as they think. People say when they get it on their palms feel so hot and
rays spread out.
6. RECOMMENDATIONS
1. Recommendation for page of 70 issues what I mentioned
• Here after they should have recruit more men for operational works. Because they are
more energetic and can have good efficiency though out works. Then they can save like
maternity cost, fix employment costs etc.

2. Recommendation for page 71 issues what I mentioned


• They have to recruit and select new young bloods. Then they can deduct 30 to 40 year
people amount. They can transfer people who were there more than 5 years also if they
like to change.

3. Recommendation for page 74 issues what I mentioned


• They can give morning refreshment drink like fruit juice and pull down their stress and
start works rather than straightly go to work after they reached to the office.
• Late attendance is a minor misconduct, but if they repeat it again and again I will become
a major misconduct. So have to warn those people who doesn't come on the time and then
punish. Otherwise good people will demotivate.

4. Recommendation for page 73 issues what I mentioned


• There were 40% of low educated people. But some of them had good knowledge about
the work. So company have responsibility to train and develop them for achieve
organization and individual goals. If they give them a good specialized train their
working standards and efficiency will go up. Though that can save unnecessary additional
coasts.
5. Recommendation for page 74 issues what I mentioned
• They have to give office transport service for come on the time. Then definitely they can
recover these late attendance problems.

6. Recommendation for page 72 issue


• Actually when the employees come to the office they were in pressure and not in a good
mind set to work. So we can do Morning Prayer or some breathing exercises for them and
active their good mind.

7. Recommendation for page number 75 issue what I mentioned


• Make good training circle within the organization and identify who and who are the
persons weak in process and give them job related training.

8. Recommendation for number 76 page issues


• Most employees were new to their jobs and low experience of similar capacity. So need
to increase quick productivity though give them good supervision.

9. Recommendation for page number 77 issue


• Main reason for over time refusal is transport problem. Organization can supply transport
and easily solve this matter. Then they can save money though not taking additional job
workers.

10. Recommendation for page number 78 issue


• Need to give empowerment to workers get their decisions quickly. Though that
productivity and quality goes up.
• They have to have good communication procedure to get instructions.
• If they can make two layers organization chart and maintain good environment to do
works.
• Best supervision is self supervision .make this attitude and convert it to other workers.

12. Recommendation for page number 79


• Need to give cooperative counseling for set their minds and to face challengeable job.
• Give some sense for them secure of their jobs. Then they like to change and get
responsibility.

ADDITIONAL RECOMMENDATIONS FOR ORGANIZATION WELL BEING


1. Make an incentive scheme.
• Attendance incentive
Full month attendance 1000 Rs additional
1 day absence only 750 Rs
If half day absence 500 Rs
1 day unauthorized absence 300 Rs
• market incentives
Straight piece rate system
Different piece rate system
Target Incentives.
Premium and task bonus

2. Organize
• Annual get to gathers.
• Annual sports meet.
• Pirith pin kam
• social welfare programs (social service)
• Annual trip related to job works specially.

3. Give dinner packets for over time workers as a motivation.


4. Have good rewarding system for high fliers

Recommendations for Uniliver product based market


Refer 80, 81, and 82 pages for relative analysis.
1. LUX soap only famous among the teen age girls. But if they introduce different color and
new flavor of smell to Lux soap, then can attract men also into this soap and increase
Lux market.
2. AXE is not available in the market and people don't know that AXE body spray brand
even. So they can promote it and spread it throughout the society and market. Actually
AXE is a worldwide product
3. DOVE is too expensive. Today customers mainly concern about the price. They expect
quality products and the same time low price.
4. CLEAR has a problem of quality. It also has to change their product outside colors and
market it well. And lots of people say when they apply clear shampoo their hair does
break.
5. PONDS is too oily and people do not like it because we are living in a warm country. So
it is not suitable for our Sri Lankan environment. So need to research and change the oily
problem.
6. VESLINE is a new product and need some more promoting way for increase their
market.
7. PEOPLE do not like to buy FLORA because ASTRA also can buy the same price. so
need to change their quality and maintain their prices .
8. LIPTON is not available now in the retail shops nearby. So have to spread it throughout
the market. Increase productivity.
9. MARMITE NEED good re domain for their market. So need to advertise its healthy
value for customers.
10. KNORR soup had bad image among the customers about its quality for well being. So
need to change market negative attitude towards Knorr soup.
11. SURF EXCEL is hot when it gets to the palm. So need to solve that problem.
12. COMFORT IS not popular among the people. So need to advertise.
13. Fitness for use is low of VIM more than sunlight. Quality is fitness for use.

List of reference

• Wikiepedia
• ''managing complexity” Robin wood
• Tracy B-motivating people to peak performance
• www.allbusiness.com
• TOTAL QUALITY MANAGEMENT ' Besterfied H 3rd edition
• employee hand book of the Unilivers